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DV/AD/125/C8/726 July 2005
 
1
st
Edition July 2005This protocol will be developed in the light of experience.Please send feedback on its use to Dave Valentine,davev@aberdeencity.gov.uk
 
COMMUNITY ENGAGEMENTPROTOCOL
 
DV/AD/125/C8/726 July 2005
 
Aberdeen City CouncilCOMMUNITY ENGAGEMENT PROTOCOLIntroduction
 This is a step by step guide to planning and undertaking a communityengagement initiative. The Community Development Section can give youfurther advice and support.The scoping section helps you define your initiative clearly before embarkingon the sequence set out in the steps section.
Scoping
Set out the scope of your community engagement initiative by
answering…Why?…What?…When?…Who?…you are engaging.
 1. Why?You need a clear reason for starting a new community engagementinitiative. Write down the reason(s) and consider whether existing datacan give you what you want. Has the target community already given itsviews, preferences, priorities, attitudes through some other means (e.g.
Planning for Real event, Citizen’s Panel, Community of Interest Forum,
Community Council)? If so you may not have to begin a new initiative ormay only need a more limited exercise to supplement existing data.2. What?If you are going ahead you need to decide what level of engagement isrequired. This will relate to your purpose. Four levels of communityengagement have been identified: information exchange, consultation, joint decision-making, community empowerment. The following exampleillustrates each level.Purpose: to set out corporate expectations for City Council officersundertaking community engagement.Background: The City Council and its partners will involve the communitiesof Aberdeen in the planning and delivery of their services.Appendix 1 provides more detail on why we have to increaseand improve our engagement with our communities.Definition: community engagement is a general term covering a range ofdifferent levels of participation; it refers to a two way discussionbetween those who make decisions and those affected bydecisions. Appendix 1 provides more detail.
Protocol
 
DV/AD/125/C8/726 July 2005
 
Once you have identified what level of engagement is required this needsto be clearly stated in any communications. It is important to the credibilityof your initiative that you do not exaggerate the level of influence you canoffer.CHOOSING THE LEVELIf your purpose is to seek community involvement in setting up a new
Council ‘one stop shop’ in a specific area the four levels would offer the
following community engagement opportunities.1.
Information exchange: e.g. we are opening a Council ‘one stop shop’in your local shopping centre… have you any information w
e shouldtake into account?2.
Consultation: e.g. we plan to open a Council ‘one stop shop’ in your area… what should we consider before choosing its location?
 3.
Joint Decision Making: e.g. we are considering placing a Council ‘onestop shop’ in your area… wi
ll community organisations sendrepresentatives to a joint project team to help develop a proposal andsee it established?4.
Community Empowerment: e.g. ‘your community’ is invited to apply for 
an annual grant to establish and run a neighbourhood informationcentre that includes a one-stop contact with Council services.In this example the likely relevance to each level is as follows1. Information exchange: this could be acceptable and you would be ableto take account of minor suggestions but it is too late to take accountof any major issues raised by the community.2. Consultation: here a limited (but clear) opportunity to influence the
Council’s decision is on offer. The Council will decide and may or maynot be influenced by the community’s views.
 3. Joint decision-making: this implies an extended dialogue where arange of considerations can be explored and debated and aconsensus sought. The level of joint decision-making remains at theworking group level
 –
the Council will take the final decision.4. Community empowerment: this level gives some control to thecommunity within a framework set by the Council (e.g. re financialaccountability, agreed aims and objectives, joint managementagreement). The Council gives up some control but gets a payback interms of community development.
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